All posts tagged Stephan Dilchert

In various places I have seen the startling assertion that 96 percent of managers and executives self-identify as extraverts (in other words, that self-identified extraverts almost fully dominate management positions). I do not believe it. I have worked in education, publishing, computer programming, and counseling; most of my bosses, from managers to executives, tended toward introversion, at least in my perception. So I wondered whether this figure accounted for all fields–and where it came from in the first place. I decided to find out. I reached the conclusion that the 96% figure needs major qualification.

I found the explicit claim–along with a cited source–in a Harvard Business Reviewarticle by Adam Grant, Francesca Gino, and David A. Hofmann. A sidebar in the article states: “Whereas just 50% of the general population is extroverted, 96% of managers and executives display extroverted personalities.” The source: Deniz S. Ones and Stephan Dilchert, “How Special Are Executives?” Industrial and Organizational Psychology, 2009. This paper examines determinants of executive success by analyzing the scores of a sample of 4,150 managers and executives on a personality test and a test of mental ability.

I was able to access this paper through the Columbia library database. Unfortunately it doesn’t give any information about the sample; instead, it directs the reader to an earlier paper: “see Dilchert & Ones, 2008, for sample description.”

I tracked down the second paper (Dilchert and Ones, “Personality and extrinsic career success: Predicting managerial salary at different organizational levels,” Zeitschrift für Personalpsychologie, vol. 7 [2008], 1–23.). I had to pay a fee for it, but I wasn’t going to stop now. Here’s what I found (on p. 6):

Participants were 4,150 individuals who completed a personality inventory as part of an assessment center. Of the total sample, 1,819 individuals were applicants to a managerial position and 151 individuals were considered for a promotion, and thus completed the personality inventory under selection conditions. In addition, there were 2,180 managerial job incumbents who completed the inventory for developmental purposes. All participants also completed a demographic form and provided information on their current employment status and employment history.

Wait–so the participants were taking the assessment for a job-related purpose: for employment, promotion, or development. The results were then used as data. The stakes were high, in other words (especially for those applying for employment and promotion), and their responses were initially not anonymous. This could well have influenced the responses.

Moreover, they all took it at a particular assessment center. This suggests to me that certain professions were not included: professors, academic administrators, principals, artistic directors, librarians, computer programmers (who manage their own teams), self-starting entrepreneurs, head physicians, and others.

In addition, the personality test was the Global Personality Inventory, which is geared specifically toward the workplace. Scores on this test may or may not correspond with scores on a Big Five inventory. The 2008 paper states:

The GPI is a thoroughly developed inventory backed by empirical evidence that supports its reliability and criterion-related validity for use in managerial assessment (see Schmit, Kihm, & Robie, 2000). Reliabilities for the Big Five facet scales typically have been reported to range between .65 to .88 (Schmit et al., 2000) and .58 to .88 (ePredix, 2001) in managerial samples (mean reliability across scales .73 and .75, respectively).

In neither of the papers do I see the figure of 96 percent; perhaps Grant, Gino, and Hofmann extrapolated it from the normative data and data on variability. Let us assume, though, that the figure accurately reflects the test results. It does not reflect the managerial and executive population as a whole, for three reasons:

The test seems to have carried relatively high stakes (in comparison to a test administered purely for a study);

The test was administered at an assessment center that may not be used by all professions and fields–thus the sample may be skewed;

The instrument itself is designed specifically for the workplace; the extraversion score may not match scores on other personality tests. In particular, the questions may involve more context-specific details.

So, instead of saying that 96 percent of managers and executives display extraversion, I recommend saying, “On a Global Personality Inventory administered, at an assessment center, for employment, promotion, and professional development purposes, 96 percent of managers and executives gave responses suggestive of extraversion.”

One implication: The extent of the tilt toward extraversion in management may depend strongly on the field.

Another implication: It is important to look into claims of this sort.

As of November 2017, she teaches English, American civilization, and British civilization at the Varga Katalin Gimnázium in Szolnok, Hungary. From 2011 to 2016, she helped shape and teach the philosophy program at Columbia Secondary School for Math, Science & Engineering in New York City. In 2014, her students released the inaugural issue of their philosophy journal, CONTRARIWISE, which has international participation and readership.